PERFORMANCE AND DEVELOPMENT

REVIEW PROCESS

Introduction

The annual performance and development review is an opportunity to enhance job

performance. This meeting should be a culmination of on-going daily feedback between
employees and supervisors. Most employees want and need constructive feedback on how
they are doing. Remember, supervisors only succeed if their employees succeed.

Purpose

The purpose of the Performance and Development Review is to develop and encourage
excellence and to provide employees with ongoing feedback. It is the intent of this process to
let people know, with honesty and sincerity, how they performed over the past review period
and to develop an action plan for the next review period.

When done properly, it strengthens the relationship between the employee and supervisor,
increases communications, points out expectations, appraises past performance, establishes
clear direction for the future and provides a formal occasion for both the employee and
supervisor to reach or refresh their mutual understanding of the employee's role in relation to
the organization’s goals.

Process

All Acuren employees will have their performance formally evaluated at least once per year at
a time that is mutually convenient for both parties. It should be emphasized, however, that the
performance feedback process is continuous and should occur throughout the year. The
annual performance and development review should not be used to introduce - for the first
time - an ongoing performance problem. The employee should have been alerted to these
during discussions throughout the year.

The Performance and Development Review consists of:

1. An analysis of the employee’s performance over the review period.

Documentation of the employee’s performance is important, however, the dialogue

between the employee and the supervisor is also a key ingredient of the performance
review process. The openness with which both people are able to objectively discuss the
accomplishment of results and the genuineness of each person’s interest in understanding
the other’s perspective are the key elements in a successful performance review
discussion.

2. Consideration of professional and personal development of the employee.

Through the use of coaching, training, and development activities this process helps
maintain and improve employee performance.
 Performance Management and Review Process

3. The completion of the form, which documents the discussion

Performance and Performance and Performance and

Development Review Development Review Development Review
(Non-Rated) (Rated) (Technicians)
1. Responsibilities 1. Responsibilities 1. Performance Review
2. Performance Review 2. Performance Review 2. Year In Review –
3. Year In Review – 3. Year In Review – Accomplishments
Accomplishments Accomplishments 3. Improvement Suggestions
4. Improvement Suggestions 4. Improvement Suggestions 4. Job Specific Objectives and
5. Job Specific Objectives and 5. Job Specific Objectives and Initiatives for the upcoming
Initiatives for the upcoming Initiatives for the upcoming year
year year 5. Personal Development Goals
6. Personal Development Goals 6. Personal Development Goals
• This non-rated form allows • The rated form measures • Condensed version of the
the supervisor to provide free employee’s performance on a rated form
form answers on the scale unacceptable to • Five Sections instead of 6
employee’s work related outstanding
• One area for comments at
behaviors without having to • Supervisor can also provide the end of Section 1.
provide a numerical rating. notes, observations and
examples. • Job specific objectives are
focused on technical training,
maintenance of certifications,
regulatory compliance and
basic skills

2. It is important, before the employee and supervisor sign the form, that each feels that they
understand the other person’s point of view. Hopefully, there will be mutual agreement as
well as understanding.

Completing the Form:

Prior to the Performance Review Discussion

1. Employee Self Analysis - Optional

If appropriate, the employee should be encouraged to complete the Performance and

Development Review Form in preparation for the performance review discussion. This
allows the employee to have a chance to express how they feel they are doing in a formal
way and to comment on accomplishments. It also gives the supervisor a chance to see
where ‘differences’ in perception of performance may lie. (See “Preparing for Your
Review” for more information)

2. Third Party Feedback - Optional

The employee and supervisor may jointly agree to get third party feedback from peers,
internal clients and others prior to the performance review discussion. Note the following
when obtaining third party feedback:

• Those identified to provide feedback should be given sufficient time to prepare their
comments.

• They should be asked to complete Section 2, 3 and 4 of the Performance and

Development Review Form (Technician Form, Sections 1, 2, and 3).

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 Performance Management and Review Process

• The source of specific comments received should not be identified to the employee.

• Common sense should prevail in providing feedback to the employee. For example,
the supervisor should note performance issues that are consistently identified by
several individuals, as opposed to reporting an isolated occurrence of minimal
consequence that is reported by only one source.

• Any written third party feedback must be shredded following the supervisor’s
completion of the Performance and Development Review Form in order to maintain
the confidentiality of the third parties giving feedback.

3. Analysis of Performance

Prior to the performance and development review the supervisor completes Section 1 and
2 on the Performance and Development Review Form (Technician Form, Section 1),
incorporating any third party feedback received from the employee’s internal customers
and/or peers and/or direct reports.

During the Performance Review Discussion:

1. Section 1, 2, 3 and 4 (Technician Form, Section 1, 2 and 3)

The employee and supervisor discuss the employee’s role and performance over the
review period and review the self-analysis, if completed. Any changes to the official
documentation of the employee’s performance should be made at this time.
See “How to Conduct an Effective Performance and Development Review”

Section 3 and 4 (Technician Form, Section 2 and 3) should be completed with input from
both the employee and the supervisor.

2. Optional Objectives Section 5 and 6 (Technician Form, Section 4 and 5)

The Objectives section is optional and may not be required in instances where the
employee’s work is routine. The charts can be used as guides for planning the
employee’s objectives. Not all spaces need to be filled in – if only one or two objectives
are identified for the upcoming year, that is sufficient if mutually agreed upon by the
supervisor and the employee.

Job Specific Objectives Section 5 (Technician Form, Section 4)

During the performance review discussion the employee and supervisor jointly establish
objectives to accomplish and agree to target certain completion dates for the next review
period.

Core objectives reflect a summary of key areas of responsibility that constitute an

employee’s day-to-day activities. The job description provides a reference point for
identifying these. It is vital that each of us look for ways to continually improve upon this
core work to ensure that we keep abreast of competition. The majority of objectives
should have a continuous improvement component built in that reflects the employee’s
ability to proactively identify and implement improved ways of achieving results.

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 Performance Management and Review Process

Personal Development Goals Section 6 (Technician Form, Section 5)

Goals should be ”SMART,” that is, they should be specific (clearly state the desired
results), measurable (answer the question “How much?”), attainable (employees are able
to achieve them), relevant (clearly focused on important company needs), and timely
(reflect deadlines and milestones).

An employee’s effectiveness may be enhanced through numerous activities, only one of

which is formal training. In some cases, developmental activities such as special
assignments, readings, becoming a member of a professional association, work on
committees, or temporary assignments may be effective.

During the performance review discussion the employee and supervisor identify specific
activities to be pursued for the next review period. Consideration may also be given to
developing the employee for further career challenges or other positions within the
organization.

Acuren Improvement Suggestions Section 7 (Technician Form, Section 6)

This section allows the employee to offer suggestions and comments on what Acuren is
doing well, or how the company can improve.

Following the Performance and Development Review

After the performance and development review the employee is encouraged to comment
on the overall process. Both the employee and supervisor sign the form in the space
provided.

Signing the form by the employee only indicates they have seen and discussed the
completed document, it does not indicate that they agree with the specific contents or
comments in the document.

The completed form is to be kept in the employee’s personal file.

US (non-Alaska) – Submit completed signed reviews to Corporate Human Resources in
LaPorte.
US (Alaska) – Submit completed signed reviews to Human Resources in Anchorage
Canada –forward a copy of the review to Corporate Human Resources at the Edmonton
office.

If you have any questions regarding the completion of the form or the performance and
development review process, please contact Human Resources.

Reference material:

Appendix I How to Conduct an Effective Development and Performance Review (Employer)

Appendix II Eight Ways to Ruin a Performance Review
Appendix III Preparing for Your Performance and Development Review (Employee)
Appendix IV Performance And Development Review Preparation Questions For The Employee

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 Appendix I
How to Conduct an Effective Performance and Development Review
There are three main steps in conducting an effective performance and development review:
Preparation, The Interview and Follow-up.

PREPARATION

1. Plan the meeting. Make sure you have identified the key functions of the position. Treat each
function as factually and impersonally as you would any business problem or objective.
2. Review previous performance and development reviews and goals set. Have your performance
expectations well established. Determine your direct report’s performance against your
expectations. How are you going to explain each performance measurement?
3. Avoid thinking about the kind of person he / she is. Think and talk only about the person’s
performance and accomplishments.
4. Get ready to listen with interest and understanding.
5. Set date and time for interview. Select a place that is convenient, private and comfortable. Allow
enough time and schedule the meeting during a time when you know you will not be interrupted.
Do not take phone calls.

Warm-up

1. Set the employee at ease and establish rapport.

2. Be informal.
3. Try to remove physical barriers, i.e.: try to do this without sitting behind a desk.

PERFORMANCE REVIEW (The Interview)

The purpose of the interview is to come to an understanding, and agreement if possible, on the general
level of performance during the period under review.

Hint: A good way to begin the discussion is to ask the employee how he / she feels about their
performance – does he / she have any concerns, questions or thoughts on their performance.

1. Review major duties and responsibilities in conjunction with the performance standards that are
expected of the position.

Important

A) Be sincere and objective, be yourself. Remember you are discussing a very important subject
– a person’s job and future.
B) Be candid, be specific to achieve the best results; explain the ‘why’ of the ratings.
C) Be relaxed and show your respect and general approval.
D) Structure the interview; review again with the employee the purpose of the review process.
E) Do not rush the process or do all the talking; allow for adequate time for interaction with the
employee.
F) Do not get sidetracked or bogged down in detail.
G) Listen positively; pursue new information or suggestions that the employee offers.
H) Express confidence in the employee’s ability to develop.

2. Review employee’s self-performance and development review - if completed. Generally get the
employee to talk and then you listen. This provides you an opportunity to observe areas of
agreement and to spot important differences.

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 How to Conduct an Effective Performance and Development Review

3. Seek to obtain consensus between the employee’s self-performance and development review with
your own assessment. If possible, discuss the differences in the assessments until you reach
agreement as to what the performance has been. Don’t try to achieve ‘truth’ in the evaluation
discussion. If you cannot agree, allow employees to have their viewpoints, but stress that other
people’s perceptions of performance are extremely important. Ultimately, employees need not
agree with the ratings; they must, however, understand how the rating was determined.

• Know where you can concede and where a firm stand is necessary.
• Reconcile as many differences as possible.
• If you cannot resolve a difference:

™ Summarize the status of the difference and then table the issue temporarily so you can
move on to other items. Agree to discuss it later in the meeting or on another specified
date.
™ Complete agreement is not necessary for give and take working relationships.

Speak, listen, discuss. This is a way of exploring differences sincerely and honestly and to
arrive at a conclusion that satisfies both of you to the fullest possible extent.

4. Skilled performance interviewers lead an employee to a better self-evaluation. If the employee

sees it them self, they will be more willing to do something about it.

5. Build on employee’s strengths.

6. Be objective. Judge performance, not the person.

Development Plan

1. Map out Personal Developmental Goals together. Be specific – timetable, courses, goals. Be
realistic.
2. Examine future development potential and opportunities. What are employee’s aspirations,
desires and goals? What is the company’s perspective – what, when, where, how?

Close

1. Summarize the results and action plan.

2. Seek the employee’s feelings and comments on the results and process.
3. Reassure the employee. Some tension is inevitable; therefore, express your satisfaction with the
meeting and your confidence in the individual.
4. Reassure the employee of your interest in his/her progress and indicate your willingness to have
continued communications.
5. Plan for a follow-up discussion. Depend on this to ensure achievement of each performance
objective.
6. Always end on a positive note.

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 How to Conduct an Effective Performance and Development Review

FOLLOW-UP

Time can easily erase the good effects of even the best of interviews. This makes follow-up an
essential part of the development process.

1. Observe performance and progress with respect to objectives. Just by noticing and
acknowledging results (good or bad), you will make a difference to the employee.
2. Recognize good performance. This lets the employee know he or she is on the right track.
3. Correct failures as they occur. Discuss instances thoroughly and constructively so that the
employee will learn how to handle them better next time.
4. Teach by example with your own daily performance.
5. Offer follow-up mentoring or coaching to assist employees in their development.
6. Follow up on training and development commitments.
7. Keep your commitments and make sure the individual’s commitments to improving their own
performance are also kept.

ADDITIONAL PERFORMANCE FEEDBACK TIPS

1. Be a coach and / or counselor – try not to be a judge. A coach helps people achieve clear goals.
2. Use language you both understand. Make sure your own thoughts are clear or you will not be able
to be an effective communicator.
3. Judge performance – not the person.
4. Be specific – not general. Break down big skills into components that can be talked about by using
specific and concrete examples of behaviour.
5. Build on strengths – don’t concentrate on weaknesses.
6. Give feedback as soon as possible - this may be right away in order to assist the employee
accomplish a task or to recognize that a job is being well done. Sometimes, though, waiting to
deliver feedback may be appropriate (i.e.: when other people are around – if your timing is bad, the
feedback won’t likely be received very well, particularly if it is regarded as just delivering criticism in
front of others)
7. Achieving good performance is a journey, not a destination.
8. Performance development and feedback must be an ongoing process, not an annual review.

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 Appendix II
Eight Ways to Ruin a Performance Review

Objectivity is Prevented by Two Basic Roadblocks:

1. Measurement imprecision – most employees are unclear about exactly what part of their
performance is being appraised and exactly how it will be measured. (example – “attitude” – how
does one recognize and measure it?)

2. Managerial bias

Common rater errors and biases

1. The halo effect. Most common rater error. The appraiser gives favorable ratings to all job duties
based on impressive performance in just one job function. To avoid this error, the appraiser must
be cognizant of all job duties and carefully define parameters.

2. The pitchfork effect. The polar extreme of the halo effect. This error has its roots in a rater’s
dislike of a particular trait in others. If an employee has that trait, the appraiser may rate all facets
of the employee’s performance negatively. This error is particularly serious because of the
negative morale problems that can be created.

3. The central tendency. Appraisers avoid the “excellent” category as well as the “unacceptable”
category and assign all ratings around the “average” or midpoint average. The rater must realize
that all people have stronger and weaker areas of performance.

4. The 'recency' error. Relies heavily on recent events: does not lend itself to periodic follow-up or
the consideration of progress on goal-directed job behaviors. To minimize this error, raters should
note employee accomplishments and behavior throughout the performance performance and
development review period. Frequent follow-up meetings with employees in which
accomplishments are discussed and recorded help the rater to be more objective when assigning
an overall rating.

5. Length of service bias. A tenured employee is assumed to be performing adequately simply

because of his or her experience. This error is frequently linked to situations in which employees
have shown job mastery for several years. The rater assumes the employee will continue to
perform the job well and does not closely monitor performance. To avoid this error, the rater must
be certain that tenured employees are not encouraged to be too independent. Supervisors often
believe that their senior staff members are able to grow and develop with little direct supervision.
Unfortunately, some employees deal with problems independently – and often inadequately – and
fall further and further behind. The supervisor must counsel and communicate regularly with this
class of employee – just as he or she does with employees of lesser experience levels.

6. The loose rater. These raters would rather not confront the employee with any negative
information, even when warranted, and justifies the rating by pointing out only the positive aspects
of performance. These employees are often victims of the “Peter Principle” and are promoted to a
level at which they become incompetent simply because they were not counseled or guided
correctly along the way.

7. The tight rater. Raters feel that no employee can live up to the high standards they have set for
them. They often establish unrealistic, unachievable goals or objectives for their employees. They
seldom rate the employee as “outstanding” or “excellent”. Employees get extremely frustrated if
they feel a constant sense of failure. Turnover is likely to be high in these settings. Goals that are
specific, measurable, obtainable and relevant must be set with direct reports and the rater must
recognize achievement when appropriate.

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 Eight Ways to Ruin a Performance Review

8. The competitive rater. Managers that are unable to separate their own performance rating from
those assigned to direct reports. In effect, the manager is saying to his/her employees: “You are
the reason I can do no better. Therefore, you do not deserve any better marks than I get”.
Frustration and high turnover are likely consequences of this attitude. To overcome the personal
competitiveness bias, the rater must realize that each worker must be evaluated solely on how well
he or she carries out his or her given responsibilities. This type of bias may be seen in evaluators
who are having difficulty mastering their own jobs.

IMPORTANT NOTES

Managers who supervise and evaluate direct reports' performance must recognize their own personal
bias in order to limit the influence it may have on the feedback they give.

Feedback requires trust.

People are often uncomfortable giving / receiving feedback and will avoid / shorten or give vague
feedback. Practice giving informal feedback with specific facts and specific examples.

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 Appendix III
Preparing For Your Performance and Development Review
The performance and development reviews are conducted annually. Timing is dependent upon the
region you are in, and or the date of your last performance and development review.

You and your manager will agree a suitable time and place for the performance and development
review, giving you time to prepare and assemble relevant data.

The meeting should take approximately 1 hour.

Your responsibilities prior to the meeting:

• Ensure you have a copy of your current job profile and your last performance and development
review document (if applicable).
• Prepare your data - records of performance, achievements, incidents, existing Personal
Developmental Goals etc. – anything pertaining to performance and achievement.
• Consider your individual contribution over last 6 months, maybe using a set of questions as a
prompt to help you prepare (appendix 1).
• You are encouraged to ask others for feedback before your performance and development
review.
• Review the SRI performance and development review document (appendix 2). Consider your
performance across the range of areas covered in the document in conjunction with the
definitions of performance assessments (appendix 3).
• Organize any paperwork you are taking to the performance and development review meeting
to reflect the order of the performance and development review.
• Make a note of any other issues you would like to cover at your meeting.

THE PERFORMANCE AND DEVELOPMENT REVIEW MEETING

• Remember – this is your meeting – so be prepared to do a large proportion of the talking!

• Performance and development reviews are about positive open communication between
employee and their manager – so participate actively and assertively.
• Ensure you have considered all your activities since the last performance and development
review (or over the previous 6 months)
• You may have regular meetings with your supervisor. If so, remember to use the information
from these meetings to support the performance and development review process.
• For each area on the performance and development review document you and your supervisor
will discuss and agree a rating.
• You will then agree with your supervisor on an action plan (personal development goals) which
takes into account:
o job responsibilities
o your career aspirations
o function and business priorities
o your reviewed strengths and development areas.
o You may also agree at this stage specific objectives following the SMART rules:
specific, measurable, agreed, realistic, timely.
• Your supervisor will discuss with you the type of support you may need to help you achieve
your goals. This can include training of various sorts (e.g. external/internal course, coaching,
mentoring, secondment, shadowing, distance learning, attending meetings, workbooks);
anything relevant and helpful that will enable you to achieve the goal.
• At the end of the meeting you will be invited to raise any other points or questions.

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 Preparing For Your Performance and Development Review

Reviewing the performance and development review documentation

• Once your performance and development review form, Job Specific Objectives and Personal
Developmental Goals have been completed, you will be asked to review the documents to
verify that the content reflects the discussion.
• Please sign the Performance and Development Review form.
• You should retain a copy of the document for your own records.
• It is important to own your own Personal Developmental Goals, taking responsibility for
ensuring it happens.
• Evaluate the meeting and determine how well it went, your key learning points and if there is
anything you would like to do differently next time.

Reference material:

Appendix 1 Performance And Development Review Preparation Questions For The Employee

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 Appendix IV
Performance And Development Review
Preparation Questions For The Employee

The following questions can help you prepare for your performance and development review.

As you read each question, think about your performance, your progress and your plans for future
growth.

1. What are my key accountabilities? How have I performed against them?

2. What do I like best about my job? Least?

3. What were my specific accomplishments during this appraisal period?

4. Did I meet all my objectives? If not why?

5. Is there anything that the organisation or my line manager does that hinders my performance?

6. What changes could I make to increase my performance and value to SRI?

7. Do I need more experience or training in any aspect of my current job? How could it be
accomplished?

8. What have I done since my last appraisal to prepare myself for more responsibility?

9. What new objectives and standards should be established for the next appraisal period?
Which old ones need to be modified or deleted?

10. What are my short, medium, and long term career plans?

11. What have I achieved in relation to my existing personal development goals?

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